Gamechangers for the enlightened board

Enterprise resilience - boosting your corporate immune system

Businesses are under constant pressure. Leaders need to get a grip on managing resilience-related activities instead of blindly focusing on cutting costs and aggressively streamlining operations.

  • Resilience equals success
    The last decade has seen countless examples of businesses brought to their knees by a lack of foresight or poor crisis management. Many events have exposed the shortcomings of traditional risk management, putting resilience at the top of board agendas. Yet many organisations are still not making the connection between resilience and success.
  • Expertise is missing
    Many organisations are making lazy investments as a result of ill thought-through decisions. They lack the capabilities, tools and approaches needed to make their investment in resilience effective, and too few understand or measure the factors that contribute to their resilience long term. Are these gaps you need to fill?
  • Creating a resilience dashboard - helping you develop a joined-up approach to resilience.
  • Introducing effective measurement - continuous measurement and improvement are critical.
  • Helping you stay focused - knowing where you're strong, where you're vulnerable and helping you stay aligned with your strategic objectives.
  • Supporting you to embed resilience into your operating models.
  • Benchmarking your performance - we can diagnose strengths and weaknesses in reporting aimed at the board using our operational resilience benchmark service.
  • Providing deep, practical expertise across the functions that support resilience.
  • Stress testing in a safe environment - using the techniques we have developed to help organisations assess their resilience without any of the unwanted consequences of them being tested for real.
"Any organisation lacking the ability to protect itself or adapt to change is only likely to survive as a result of luck."
Simon Perry, PwC partner
Contacts
Simon Perry

Regulatory response - redefining the value of regulation

No one is untouched by the impact of regulation. But are you letting regulation happen to you, or are you embracing it and exploiting the opportunities compliance can bring?

  • Freedom from scrutiny
    It may seem like a paradox, but if you sort it out and do it well, a good regulatory response buys you a lot of freedom, allowing you to invest in your business with less scrutiny. Being seen as a regulatory high performer is a great way to be viewed by your regulator.
  • Regulatory engagement
    It's easy for you to feel overwhelmed by the sheer volume and complexity of regulation. This is made worse by an environment that can be multiregulator and multi-jurisdiction, where non-compliance varies in impact and the regulatory landscape is constantly evolving.
  • Navigating complexity
    Faced with this deluge of regulation, how do you stay on top of it? Interpreting regulation and finding the right balance between responding to it and delivering 'business as usual' can be a struggle. You need to find a way to navigate regulation.
  • Regulatory good citizenship
    Leading organisations that are regarded as 'regulatory good citizens' are those that embrace regulation, recognising that it drives resilience, good practice, control, competition, governance and performance. It's important to ensure that regulatory good citizenship underpins your broader business goals.
  • We work with the board to help you use regulation to enhance your strategy and achieve your business goals.
  • We help you build your resilience by embedding regulation into your operating models and change management approach.
  • We help you go beyond compliance by improving the processes, technology and data essential for successful regulatory compliance.
  • We offer expertise in data, cyber, finance, reporting assurance and behaviours, using proprietary tools and enablers to strengthen your regulatory response and support your ongoing regulatory efficiency.
  • The insights we gain from engaging cross-sector can help you take a broader view; those we gain from engaging with regulators can help you influence future regulation.
  • We provide an additional line of defence to help give the board confidence in their regulatory response.
"It’s time to look again at regulation and see it as a benefit not a burden. Getting on the front foot with your regulatory response can bring significant opportunities"
Gill Williams, PwC partner
Contacts
Gill Williams

Third-party trust - who's keeping your promises?

Trust is so important where you rely upon others to keep your promises. Specialisation, offshoring, outsourcing and cost cutting - this is the reality of business and your reliance on third parties will only grow. A complex portfolio of relationships needs to work effectively to deliver the promises you make to all your stakeholders.

  • Promise vs profit
    Promise and profit can be conflicting objectives. Customers, suppliers, investors all expect your business to make promises. Factor in the interests of internal departments and subsidiaries, combined with the pressure to be profitable, and the margin for error in delivering your promises is increasingly small.
  • Broken promises
    High-profile events such as oil spills, illegal dumping of waste, rights violations, mis-selling and over-billing represent broken promises and worse, an opportunity for your competitors to take advantage.
  • Your reputation depends on keeping your promises
    Your business's reputation is all about making and keeping promises. What will happen if customers and suppliers lose trust in you because you fail to keep your promises? The effective management of your portfolio of promises and relationships are a strategic and commercial imperative.
  • We work with senior management to understand your ecosystem of promises and relationships and to identify which matter most.
  • We embed into your operating model a focus on understanding and keeping promises.
  • We engage cross-sector to bring you the relevant insights.
  • We work with you to influence your third parties to keep your promises.
  • We help you improve related policies, processes, data and technology.
  • We bring a battle-tested tool kit and expert team to help you rapidly identify what matters
"An ecosystem of trust needs to exist between you and any stakeholder who is making and keeping promises on your behalf."
Qadir Marikar, PwC partner
Contacts
Qadir Marikar

Transformation confidence - helping you get closer to your transformation programme

Many leaders lack visibility of the programmes they are accountable for and so don't have confidence in, or clarity about, whether they can achieve long- and short-term goals. You need to believe that the initiatives you sponsor will deliver the vision and strategy you have committed to. So how do you bridge the confidence gap?

  • Is transformation confidence achievable?
    You need to be sure your programme can deliver on its commitments. This is not purely about a financial business case but also whether the organisation has the time, energy, capability and commitment to see the programme through.
  • Is it the right time to change?
    Many organisations attempt to deliver too many programmes in parallel and don't devote enough time to bedding down the change. You need to have confidence that the business can support more change and other programmes will not affect your ability to deliver.
  • Do you have the right skills available?
    Transformation skills are often in short supply. Your best people might be needed to drive forward the business as a whole, leaving you with the dilemma of extracting them and disrupting business as usual, or proceeding without them and compromising the ability of your programme to deliver the expected returns.

A four-stage process

  • Independent counsel - we provide 'programme conscience', including insight into progress, and challenge and support when making key decisions.
  • 'Total transformation assurance' - we engage at multiple levels, focusing on alignment to objectives and the quality of the outputs that support your desired outcomes.
  • Proactive risk identification - we help you avoid common pitfalls, and identify and mitigate risks before they become critical.
  • Pragmatic advice - we only ever make pragmatic recommendations to drive your programme forward - it's not a time for textbook-based answers when you are moving at speed.
  • Third-party point of view - we help keep your third parties honest and act as your critical friend when you need the comfort of another point of view
"Most senior executives will only ever sponsor one or two big transformation programmes. These can be defining moments and the price of inexperience is high."
Chris Oxborough, PwC partner
Contacts
Chris Oxborough

Cyber security - building confidence in your digital future

The digital age is bringing rapid change: new customer connections tighter supply chain integration, new sourcing models, new ways of exploiting bulk data, faster R&D processes, mobility, and much more.

  • You digital world just got bigger
    Businesses now operate in an interconnected way. So securing data, transactions and operations means working beyond your own walls. Businesses depend on digital business processes. This amplifies the impact of cyber attaches on every area of your business.
  • It's not 'if' but 'when'
    Scarcely a day goes by without mention of a new cyber crime in the news. Businesses face a wide range of threats ranging from nation states and organised crime to 'hacktivists' and insiders. Would you know what to do if you are compromised? Are you prepared?
  • How do you survive and thrive?
    New technology can bring more efficiency but is fraught with risks. If your cyber security is inadequate, you won't have the confidence to take risks that allow you to get ahead of the competition. Cyber breaches damage reputations and destroy trust - both are vital ingredients for success in the digital age.

A four-stage process

  1. Assess - understanding your capabilities and maturity to help you prioritise your investment.
  2. Build - designing and delivering cyber security improvement programmes.
  3. Manage - managing and maintaining control of your business, enabling you to focus on strategic priorities.
  4. Respond - rapid, global access to leading cyber incident containment, investigation and crisis management expertise.
"Cyber security risks have evolved and old security models are no longer fit for purpose."
Richard Horne, PwC partner
Contacts
Richard Horne

Culture and behaviours – creating confidence in your biggest asset

An organisation’s culture is defined by the sum of its behaviours. Trade-offs are often made – for example, what takes priority: profit or customer? Making the right decision at key moments is fundamental to your business.

  • Bad apple or systemic issue?
    When something goes wrong, most organisations seek comfort in pointing the finger at an individual. But it could be a deeper, systemic issue. Identifying root cause of the issue is critical to resolving it and building a more resilient culture.
  • Positive psychology - building a strong culture
    Having a strong culture that is built on strengths, not on rules, enables your organisation to be more agile, issues are escalated and dealt with quickly and potential crises are diffused. A carrot is more enticing than a stick.
  • Listen to the tone from the middle and tail, as well as the top
    Setting the tone from the middle and from the tail can be just as important as from the top. This 'combined' tone can be a powerful force in preventing poor behaviour. If tone is misaligned, it can be a tough message for leadership and easily ignored.
  • Controls vs controlling
    There is a balance to be struck between organisations being in control, and allowing employees the freedom to make decisions. How can organisations enable or prevent the behaviours they desire?
  • Cultural assessments - providing you comfort and support to maximise the value you can get from your culture.
  • Understanding what good looks like - helping you to define the behaviours your organisation requires.
  • Measuring your behaviours effectively - helping you understand what is happening within your organisation.
  • Benchmarking against your peers.
  • Providing an independent view - avoiding internal politics, and helping when you face external scepticism of your assessments.
  • Providing deep, practical expertise - a specialist team with a deep understanding of organisational psychology.
  • Staying focused - building momentum and engagement in order to stay on track and achieve your objectives.
"People are an organisation's greatest asset and also its greatest potential risk. Many organisations are not proactively managing their most important competitive resource."
Nicola Shield, PwC partner
Contacts
Nicola Shield
 
1 2 3 4 5 6